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This paper aims to examine the potential moderating effect of knowledge management on the influence of corporate social responsibility (CSR) on organizational performance.

Questionnaire data were collected from 170 distinct companies in Taiwan.

The results confirm the positive influence of CSR on organizational performance. There are also some interesting moderating effects of knowledge management in the CSR–performance relationship.

A major contribution of this study is its confirmation of the context-dependence nature of CSR and the potential moderating effect of knowledge management between CSR and organizational performance.

This study examines the influence of context on Taiwanese senior managers' corporate social responsibility (CSR) decisions. The study seeks to identify the current profiles of managerial CSR perspectives and organizational CSR investments in Taiwan. In particular, whether a non-Friedman perspective is more prevalent than a Friedman perspective and whether community-related CSR is more prevalent than other CSR practices in Taiwan remain unclear. The study also seeks to identify the relationship between managers' CSR perspective profiles and organizational CSR investment profiles in Taiwan.

The sample was selected from the Taiwanese top companies list. Altogether, 150 valid responses from senior managers of 150 companies were returned.

The reported evidence shows that senior managers' Friedman/non-Friedman CSR perspective has a great influence in directing a firm's CSR decision in Taiwan. Managers holding the Friedman perspective are slightly more than those holding the non-Friedman CSR perspective, but both perspectives are popular. There is a tendency for firms to make either more or less investments in all CSR dimensions. A Friedman perspective tends to be associated with low CSR investments, and a non-Friedman perspective tends to be associated with high CSR investments.

A major contribution of this study is to offer a different perspective from the Western view regarding CSR implementation in a Chinese-dominant culture society. The study extends the upper echelon theory that managerial CSR perspectives can be a driver of a firm's CSR decision-making. The study also offers further evidence for the institutional theory that CSR is contextually dependent.

The purpose of this paper is to examine the influence of managerial cultural values and the contextual environment (country of origin and country of operation) on corporate social responsibility (CSR) investments in three Asian countries.

A total of 150 questionnaires were collected from 150 companies located in Taiwan, Malaysia and Singapore. The potential influence of ethnicity on cultural values was controlled by collecting data from ethnic Chinese managers.

The results show that senior managers, especially their cultural values, play a crucial role in directing Asian companies’ CSR investments. In addition, the context (a firm’s country of origin and country of operation) also differentiates the cultural values and CSR investments in these three countries.

The study adds to the understanding of the influence of managerial cultural values and context on various aspects of CSR. Especially, the study offers valuable managerial implications for CSR implementation from the Chinese management perspective. Considering the fast global expansion of Chinese companies, the results concerning how Chinese managers’ cultural values influence their CSR investments priority offer valuable managerial implications. The comparisons of cultural values and CSR investments priority among ethnic Chinese managers in different contextual environments also serve as good starting points for future studies.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/00483480710716759. When citing the article, please cite: Bih-Shiaw Jaw, Ya-Hui Ling, Christina Yu-Ping Wang, Wen-Ching Chang, (2007), “The impact of culture on Chinese employeesʼ work values”, Personnel Review, Vol. 36 Iss: 1, pp. 128 - 144.

The main purpose of this study is to explain a firm's global initiatives from the intellectual capital (IC) perspective.

This study presents empirical evidence on the relationships among intellectual capital, business environment, and global initiatives using a sample of firms located in Taiwan but competing in the global market. Altogether 168 companies took part in the study.

The findings have confirmed that intellectual capital is positively associated with a firm's global initiatives. There is also moderating effect of the business environment on the relationship between intellectual capital and global initiatives. The important role of intellectual capital is highlighted for firms intending to compete in the international arena. The importance of human capital (top management teams' visionary leadership) also increases as the environment becomes more dynamic.

The dimensions and measures provided by this study might serve as a starting point for further studies on the management of intellectual capital in the international context. With a longitudinal study design and large‐scale questionnaire survey, the study might enrich the existing literature by identifying the intellectual capital‐global initiatives relationship and exploring the moderating effect of the environment on the intellectual capital‐global initiatives relationship. The study might further contribute to the literature by focusing on Taiwan rather than a developed Western economy as employed in related work.

The purpose of this paper is to explore the relationships among top management teams' (TMS) entrepreneurial leadership, international human capital management (IHCM), and global competitiveness.

Given the exploratory nature of this research, the authors adopted a purposive sampling process and targeted companies headquartered in Taiwan but with foreign subsidiaries. In addition to in‐depth interview, a questionnaires survey was administered to secure information from either top managers or human resources professionals. Altogether, 114 companies took part in the study.

The results indicated that entrepreneurial leadership of TMS not only had direct positive influences on a firm's IHCM, but also had indirect positive influences on a firm's global competiveness through the meditating effects of IHCM.

One contribution of this study is the development of appropriate metrics to measure a firm's “IHCM” practices that enhance a firm's global competiveness. A second contribution is the development of metrics of a firm's global competiveness and to explain a firm's global competiveness from a human capital management perspective. Additionally, this study contributed to the literature by empirically investigating the mediating effect of IHCM on the relationship between TMS entrepreneurial leadership and global competiveness relationship.

The purpose of this article is to investigate the detailed relationships between Chinese cultural values (Confucian dynamism, individualism, masculinity, and power distance) and work values (self‐enhancement, contribution to society, rewards and stability, openness to change, and power and status) in an integrated model. Further attempts are also made to explain the above relationship in terms of different cultural exposure experiences.

The sample was collected from China (selected from after‐work classes for Chinese businessmen in China) and Australia (overseas Chinese living or working in Sydney) by questionnaires. Altogether, 185 respondents took part in the study. SEM was used to test the relationship between Chinese cultural values and work values, and difference analysis was employed to test the impact of respondents' Western cultural exposure experiences.

Interesting results are found concerning Chinese employees' cross‐cultural work values. The study not only confirms the impact of cultural values on work values, but also brings some new thoughts on Hoftstede's belief that instead of high masculinity and individualism, Confucian dynamism is the main cultural value to foster self‐enhancement and most work value of Chinese employees.

Because China is a complex country, the limited Chinese sample should not be taken as representative. The current study did not differentiate respondents' demographic differences. Hence some demographic variables may have produced some of the intergroup differences reported in this study.

The findings provide useful input for managers who are seeking to develop effective working relationships with Chinese counterparts.

This paper enriches existing Chinese values studies and serves as a starting point for future research concerning the detailed relationship between Chinese cultural values and work values.

The purpose of this paper is to examine the relationships among choice of industry diversification, capabilities and business group performance, as well as to point out the potential concern about endogenous role of industry diversification.

Using data from the top 100 business groups in Taiwan from TEJ database. This study uses Heckman’s two-step estimation procedure and contingency model to achieve unbiased results and examine our hypotheses.

The results of this study find that if business groups’ marketing or operational capabilities are strong they should adopt a high level of diversification strategy and if business groups’ R&D capability is strong they should adopt a low level one. The results of this study also show that the endogenous problem of industry diversification exists, and needs to be considered. Moreover, our finding confirms the importance of capability–strategy fit, which, in turn, can achieve better performance.

On average, high industry diversification groups perform better than low industry diversification groups after controlling for endogeneity issues. Business groups can achieve better performance if their strategy choices match the capabilities they encounter. Managers should pay attention to strategy-capability fit issues. Specifically, they should review their organizational capabilities as well as check their strategies within firms.

This study is one of the first that attempts to explore the endogenous role of diversification strategy choices, and empirical examine strategy-capability fit on business group performance.